Beruflich Dokumente
Kultur Dokumente
Table of Contents
Foreword
...................................................................5
Part 1: Getting Started
..........................................16
Historic Gambit
.....................................................21
Creating Breathing Room During a Negotiation
...22
Part 2: Building Momentum
.................................40
Historic Gambit
.................................................40
The Deal They Cant Resist
..................................42
Historic Gambit
.....................................................48
Aiming for the Middle Ground
.............................52
Sweetening the Deal
..............................................55
Dont Fall for the First Offer
.................................58
Giving the Right Kind of Feedback
......................63
Aim for Genuine Negotiation, Not Fisticuffs
........70
Agreeing and Adjusting
.........................................75
Part 3: Advanced Maneuvers
................................86
Historic Gambit
.....................................................86
Be an Unwilling Buyer/Seller
...............................88
The Grip and Release Technique
...........................97
Using (Imaginary) Authority to Your Advantage
108
Service and Reciprocity
.......................................137
Foreword
I will tell you first that the foreword you
read in this program will be the same one
you see or hear in all of my programs.
Its not because Im too lazy to create one
for every program (well maybe a little).
No seriously, the reason you will see this
same message (and I encourage you to
read it every time you see it) is because its
the same message I want to relay every
single time we connect.
While the programs I create may be
different from one other, my overall
strategic goal will always be the same; to
get you to think a little differently about
the science, art and dynamic of human
communication and how it can change
your life when done right.
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They include:
U - Understandability
A - Acceptability
R - Relate-ability
M - Manageability
S - Sustainability
Now realize first that while I am the
person creating the awareness of these
elements, its going to require a joint effort
from the both of us to actually make them
come alive and positively serve our
relationship.
In other words, they will require
contribution from the both of us with
respect to our roles in the relationship.
Let me explain.
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Historic Gambit
When the Persian Gulf War was in full
swing, the US government was raring to
go all out on Saddam Hussein. Then
president George Bush in one of his state
addresses demanded three things from Mr.
Hussein: that he leave Kuwait in peace,
that a legitimate government be put in
place where he left and that reparations be
made for all the war damages incurred.
Of course, if it were this easy, then there
would be no need for tanks and artilleries.
But that was the point Bush was playing
it smart. He knew that Hussein rarely
made concessions especially to foreign
powers and most especially not to the
United States.
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Historic Gambit
Your number one priority as a Maverick
Negotiator is to always be prepared. This
might sound corny, but we can take a leaf
out of the book of the Boy Scouts.
Boy Scouts are taught to be ready for
common emergencies and they are able to
respond well because they exerted effort to
become prepared by studying what they
have to study. Preparedness is your
number one defense especially if you are
negotiating with a higher authority.
The importance of preparedness can be
seen clearly back in 1996 when the
Teamster Union of UPS decided to
negotiate with the logistics giant to gain
better employment opportunities.
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5 tons of rice
Four used jeeps (rugged utility vehicles
with diesel engines)
Nine radios from the Red Cross camp
Health survey of the people in the rebel
camp
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T h e w i t h d r a w a l c l o s e d o e s n t
necessarily mean that you are going to
literally walk away from the meeting.
No, it simply means that you will be
withdrawing an offer that you had
made earlier.
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Conclusion
This brings us to the end of our time
together.
My hope is that I have delivered the same
negotiation strategies that I have used
throughout my entire life to never be
outtalked or outmaneuvered in a way that
is easy to understand and apply.
My other hope is that you make good use
of these strategies because they do work
and they will arm you with the power that
you need to get ahead in life.
Now to be completely honest, there are
countless other strategies that could be
added to this list but since my goal is to
keep it easy and simple, I chose only the
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